From Round Peg To Square Performance

From Round Peg To Square Performance

By Edet Abia, PhD

At the point of appointment, credentials, past achievements, loyalty, or perceived competence often create a compelling narrative. Hence the familiar phrases “round peg in a round hole,” “perfect fit,” “well-deserving.” These descriptions speak to potential, not necessarily capacity under pressure.

First, the weight of power changes people. Authority can inflate ego, dull self-reflection, and replace humility with entitlement. Some appointees begin to serve the office rather than the public, mistaking position for purpose.

Second, competence does not always translate across contexts. A person who excelled in one environment may struggle in another that demands political sensitivity, institutional navigation, or team leadership. Skills that earned the appointment may not be the skills needed to succeed in the role.

Third, fear and insecurity often masquerade as arrogance or withdrawal. Overwhelmed by expectations, some appointees resort to defensive behaviour, avoiding decisions, centralising power, or surrounding themselves with yes-men further eroding performance.

Fourth, the absence of accountability accelerates decline. When there are no clear benchmarks, feedback mechanisms, or consequences for underperformance, mediocrity thrives and incompetence becomes entrenched.

Finally, character is tested, not conferred, by office. Integrity, discipline, and service orientation reveal themselves only over time. Titles expose who people truly are; they do not create them.

In essence, many appointments are judged by what someone was, while performance is determined by who the person becomes once entrusted with power. Sustainable leadership therefore requires not just good selection, but continuous evaluation, support, and the courage to correct mistakes when promise gives way to poor delivery.

Edet Abia, PhD, ANIPR